Policy Design of Capacity Development Approach~Elaboration of Japanese Development Aid Policy~

January 31, 2006

Shunji MATSUOKA and Hideki FUCHINOUEGraduate School for International Development and Cooperation (IDEC)

Hiroshima University, Japan

Hiroshima International Center for Environmental Cooperation(HICEC)

Hiroshima University Partnership for Peacebuilding and Social Capacity(HiPeC)

SCEM and Social Capacity Assessment

System-makingStage

System-workingStage

Self-managementStage

SCEM

Entry Point Exit Point

1. Actor-Factor Analysis

2. Institutional Analysis3. Indicator Development4. Path Analysis5. Development Stage

Analysis

Program Design

The critical minimum

Issues and Objectives

‐How can we make an appropriate program for a recipient country based on capacity assessment?

‐How does capacity development benefit policy design?

The objectives are to answer these issues logically and identify our future challenges.

Aid Effectiveness

Aid‐Growth

Aid‐Poverty

Aid‐Conflict

20021996 2006

Boone (1996) and Burnside & Dollar (2000)

Harrod (1939, 1948) and Domar (1947)

Collier & Hoeffler (2002)

Aid Effectiveness

~International Effort~

NDS

1996

CDF

1998

PRSP

1999

MDGs

2000

Monterrey

2002

Rome

2003

Paris

2005Strategy           Framework          Paper                Goal  Fund             Harmony     Effectiveness

Paris Declaration on Aid Effectiveness

22 the capacity to plan, manage, implement, and account for results of policies and programmes, is critical for achieving development objectives – from analysis and dialogue through implementation, monitoring and evaluation.  Capacity development is the responsibility of partner countries with donors playing a support role. It needs not only to be based on sound technical analysis, butalso to be responsive to the broader social, political and economic environment, including the need to strengthen human resources. 

SEMS

INSTITUTIONSChange of

Formal Institutions

Change of Informal Institutions

Socio-economic Conditions

Environmental Quality

SCEM

Gov.

Citizens Firms

External Factors

Three Bottom Line Total System

Social problems

Needs

Understanding needs

Setting a goal and objective

Comparing programs

Selecting a program

Trial

Examining effectiveness and efficiency

Executing the program

Confirming effectiveness and efficiency

Achieving the goal and objective

Fulfilling the needs

Solving the problems

If not

If not

Post evaluation

Interim evaluation

Pre evaluation

Program Evaluation

Logic Model

World Bank Logic Model for a Development Goal

Goal

Outcome

Outputs

Activities

Inputs

Reduce mortality rates for children under 5 years old. 

Improved use of ORT for managing childhood diarrhea.

15 media campaigns completed.

Increased access to ORT.

Launch media campaign to educate mothers.

Train health professionals in ORT.

ORT supplies, Trainers, Funds, and Participants.

ORT: Oral Rehydration Therapy （経口補水療法：点滴のない発展途上国で有効なコレ

ラ治療法）

Easy?

(Projects or Policies)

(Project Goals)

(Program Objectives)

CD

Programs are intended to involve movement towards the use of local procedures and controls.

Projects are often managed directly by executing agencies or project implementation units.

Partnerships

Based on ｌocaｌly owned programs, involving a community of stakeholders.

Projects are often supply-led.Local Ownership

The focus is on results at the program level such as those identified in the Millennium Development Goals or in the PRSs.

Attention is focused on the success of the projects themselves, even though other conditions necessary to the achievement of development results may not be met.

Results-based Approach

Attention is brought to bear on institutional, governance, and participation issues necessary to ensure success and the accountability of local institutions to their constituents.

Projects attempt to ensure success by establishing project-specific control mechanisms. They thus attempt to bypass, rather than solve, certain institutional weakness.

Attention to institutionaldevelopment, governance issues, and civil societyparticipation

A high level of donor coordination, ideally involving all of the donor community, under national leadership

Limited donor collaboration, leading to inefficiency.

Donor Coordination

ProgramsStand-Alone ProjectsPrinciples

Aid Effectiveness for Projects and Programs

Citizens

Firms

Gov.

Knowledge & Technology

Human & Organizations

Policy & Measure

Factors

Actors

Citizens

Firms

Gov.

Knowledge & Technology

Human & Organizations

Policy & Measure

Factors

Actors

Capacity Gap

1. Assess the Current Capacity, and Required Capacity to Work Program

2. Design Projects which cover the Capacity Gap in each factor level. Capacity can be a complement or substitution among actors.

P&M H&O K&T

Current Capacity

Critical Minimum

Project

Project

Program Design of Social Capacity Assessment

High CapacityLow Capacity

Program Choice Model based on CA

Conclusion

‐An appropriate program is logically designed by capacity measured by Capacity Assessment and performance.

‐Capacity Development can logically reduce a gap between an output and an outcome.

Our Challenges

‐Identify positive corelation between developing capacity and reducing the gap epidemiologically.

‐Examine our program choice model in the practical fields.